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With Supply Management – Technology Rules…

Says Patricia E. Moody in the May 1, 2006 edition of Supply Chain Management Review ()

Technology may not necessarily be the be-all and end-all. But in the supply management space, it’s certainly the quickest and most direct route to cutting costs and improving profitability. The companies profiled here show how – with the right people and processes in place, technology can deliver stunning performance results.Technology may not necessarily be the be-all and end-all. But in the supply management space, its certainly the quickest and most direct route to cutting costs and improving profitability. The companies profiled here show howwith the right people and processes in place, technology can deliver stunning performance results.

Reading on in the article, she outlines the following in three companies
1. Hewlett-Packard
E-sourcing – A new buzzword for what was always the aim of upstream (or downstream if you were a supplier) supply chain collaboration with a bit of bidding/auctions thrown in. But think about this for a minute, what might the unintended consequence of this mode of supplier collaboration be? As users of this mode of procurement adopt this technology, all that it involves is poring over competitive bids of the “widget” being delivered – wouldn’t a computer be able to do this as well, faster and more efficiently if there are a number of competing “widget” characteristics. A supplier relationship might be transformed from a people based process to a people-computer process.
Procurement risk management – This is one of the innovations (incidentally, also won an award ) that makes working in supply chain management exciting. As the article elaborates:

The software helps HP tackle uncertainty in demand, supply, price, and material costs. It quantifies the risk and the likelihood of certain changes and allows the company to manage risk over a longer time horizon.

Since I work as a Supply Chain Professional…

There is no one reason why I wanted to set up this blog. Actually, there are several reasons. I made the jump from R&D into Supply Chain Management about 4 years ago. I’d like to think that blogging is one way to expand my thinking on Supply Chain Management.

So here it is!!

About me

I am Chris Jacob Abraham and I live, work and blog from Newburgh, New York. I work for IBM as a Senior consultant in the Fab PowerOps group that works around the issue of detailed Fab (semiconductor fab) level scheduling on a continual basis. My erstwhile company ILOG was recently acquired by IBM and I've joined the Industry Solutions Group there.

@ SCM Clustrmap

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